Through its agency strategic planning, KCDC has been able to anticipate changes in the public housing industry and remain at the forefront of trends in an ever-changing landscape. KCDC’s leadership team and board of directors developed agency strategic goals and a five-year plan for the agency that guide every decision the organization makes, from the operation and maintenance of its public housing portfolio to development efforts.

Agency Goals

Become the premier provider
 of affordable housing
  • Improve public housing stock
  • Improve resident retention
  • Maximize Section 8 contract authority

Improve downtown and surrounding neighborhoods
  • Assist with the City of Knoxville’s redevelopment plans
  • Assist with and promote development activities

Achieve long-term
 financial control
  • Identify fixed vs. variable costs
  • Reduce identified substantial costs
  • Decrease dependency on HUD subsidy

Improve processes and
 practices to increase efficiency
  • Achieve timely, accurate reporting

Advance workforce 
development and performance
  • Improve employees’ knowledge, skills and abilities (KSAs)
  • Recruit, select and retain the right people with the right skills in the right jobs
  • Provide employees opportunities for advancement within KCDC


KCDC’s five-year strategies present a specific action plan to ensure that KCDC’s mission and long-range goals are being carried out throughout operations.

Our strategies include the following:

Increase affordable housing choices
  • Implement Five Points Master Plan with various mixed financing opportunities
  • Leverage private or other public funds to create additional housing opportunities within the total Knox County area
  • Apply for additional Section 8 Vouchers as available
Improve quality of affordable housing
  • Renovate or modernize affordable housing  units
    • Rental Assistance Demonstration Program (RAD)
    • Other grants as available
  • Demolish obsolete public housing and provide replacement housing through acquisition or construction
Promote self-sufficiency and asset development of assisted households
  • Continue partnering with supportive services, organizations and groups to assist residents with training and employment
  • Attract supportive services to increase independence for the elderly or families with disabilities
  • Continue encouraging resident participation in taking care of property through training, education and resident incentives
Ensure equal opportunity and affirmatively further fair housing
  • Implement revised Fair Housing policy
  • Continue affirmative measures to ensure access to assisted housing regardless of race, color, religion, national origin, sex, familial status, disability, sexual orientation, gender identity or marital status by participating and providing pertinent training for staff
  • Complement Language Access Plan for Limited English Proficiency
Streamline all programs (Section 8 and low-income public housing) to decrease dependency on HUD subsidy
  • Evaluate and streamline programs for efficiency
  • Increase usage of computer-based systems through kiosk installation
  • Decrease dependency upon paper and postage by utilizing technology resources
  • Evaluate and maintain reports crucial for agency decision-making